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This series of self-study lessons on Central Service topics was developed by the International Association of Healthcare Central Service Materiel Management (IAHCSMM). The lessons are administered by Purdue University’s Continuing Education Division.

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Lesson Plan CRCST 402
Diverse Competencies Are Required for Central Service Success

What exactly do Central Service personnel do as they go about their work? The short answer is "a lot of things." Their work
is absolutely critical to protect patients of the healthcare facility. The level of skill and knowledge these personnel bring to their jobs also affects the efforts of their peers in other departments. In this lesson, we will explore the work done by Central Service professionals, and you will learn about the broad range of competencies required for them to be successful in
their jobs.

Objective 1: Explain that the Central Service technicians is a professional who is part of a profession.

A professional is a person working in an occupation that requires extensive knowledge and skills. A profession involves membership that is limited to individuals with formal education in a specialized body of knowledge. Membership in a profession is usually controlled by licensing, registration, and/or certification and is governed by a universal code of ethics.

Occupations including medicine, nursing, law, and engineering satisfy this definition of a profession. The practice of Central Service technology requires professionalism and includes the essential elements of a profession. The Central Service discipline will be fully classified as a profession when requirements for formal education, certification, and a universal code of behavior are fulfilled and become requirements for employment.¹

Objective 2: Define the term, "competencies," and explain how they are addressed in professional certification programs.

The term "competencies" refers to what a person must know (knowledge) and be able to do (skills) to be successful in a job. Certification programs developed and implemented by professional associations such as the International Association of Healthcare Central Service Materiel Management (IAHCSMM) identify the competencies (knowledge and skills) required for success in the positions which they represent. Competencies, in turn, drive the certification efforts that are an integral part of the requirements for a profession, as discussed in Objective 1.

Objective 3: List basic activities and related tasks requiring specialized knowledge and skills that Central Service technicians practice in the sterile processing aspects of their profession.

A significant part of a Central Service technician's work involves the sterile processing of surgical materiels including medical supplies, surgical instruments, equipment, utensils, and manufactured supplies and equipment. This requires the ability to perform numerous tasks involved in four specific activities: decontamination, assembly, sterilization, and storage. (See Figure 1, Sterile Processing Tasks and Knowledge.)

Note that sterile processing responsibilities typically begin in the Central Service area. (Other activities should be done at point of use, according to policies developed by the facility's Infection Control Committee and procedures implemented by Central Service, Operating Room, and other personnel.)

Decontamination, assembly, and sterilization activities must be done correctly. It is at these points that the knowledge and skills of Central Service personnel are especially critical to quality patient care. Although these activities can be tedious, the work must be done exactly as the procedures require. There are also numerous employee safety issues that must be considered.

Procedures for the final activity, clean/ sterile storage, require that the sterilized materials remain safe-to-use until they are delivered to the point of use. Also, inventory levels must be carefully maintained to assure that adequate quantities of materiels are available when needed.

Objective 4: List basic activities and related tasks that require specialized knowledge and skills as Central Service technicians distribute manufactured supplies and equipment.

A second significant component of the work done by Central Service staff involves the distribution of manufactured supplies and equipment throughout the healthcare facility. Tasks required to do so, grouped by applicable activities, are shown in Figure 2.

Departmental storage procedures—and those related to the distribution of manufactured supplies and equipment to points of use—require a different set of knowledge and skills than those needed for sterile processing. Elements of this work, for example, require physical abilities to lift materiels and push or pull mobile transport equipment. As computerized product storing and tracking procedures are implemented, however, technological skills are increasingly important. There is, indeed, a great deal of responsibility involved in receiving, storing, transporting, and dispensing materials to assure their availability while minimizing the costs to do so.

Objective 5: Review "wrap within a pouch" and "double pouch" techniques.

A broad range of knowledge is required to effectively perform Central Service work, including that related to:

Objective 6: Explain how competency information can advance the Central Service profession.

The knowledge and skill base required for CRCSTs to be effective in their sterile processing and distribution activities was identified in Objectives 3 and 4 above. With this base of information, IAHCSMM volunteers will now be able to:

• develop the highest-quality educational and training resources for, respectively, use in post-secondary school study (for those aspiring to Central Service positions) and on-the-job help (for Central Service practitioners).

Objective 7: Explain how competency information can improve the work of Central Service managers and technicians.

Central Service managers can make professional use of information about the knowledge and skills required for effective job performance. For example, they can:

• develop (or revise or update) job descriptions that indicate which tasks will be required of Central Service technicians. Also, job specifications (which note the knowledge and skills required for job success) can be reviewed and modified, if necessary, to reflect the personal attributes of effective Central Service staff. Once developed, these human resources tools can be used for employee recruitment and selection.
• develop orientation and training programs to help new and currentlyemployed technicians to acquire or improve relevant job knowledge and skills.
• plan on-going coaching, performance appraisal, and professional development activities to help staff acquire and maintain the most important job-related competencies (those identified in Figures 1 and 2).

Central Service technicians can also use updated competency information for their personal benefit, whether they are very experienced or just beginning in their positions. For example, they can undertake a comprehensive self-analysis: Do I have the knowledge and skills necessary to perform each of the tasks required for effective job performance? The results of the self-analysis can be used to identify and plan professional development and training activities to help improve their job competence.

Conclusion

According to an old saying, "if you don't know where you are going, any road will get you there." IAHCSMM has defined the "destination" of Central Service technicians by establishing requirements for professional job performance. It has also specified the "road" to get there, which involves acquiring the knowledge and skills needed to perform the tasks identified in Figures 1 and 2. The destination (goals) and the road to it are now defined. Professional Central Service personnel should now travel along that road to reach their goals of knowledge and skills.

Endnotes

1. IAHCSMM Central Service Technical Manual, Seventh Edition, Chapter 1

2 Task Analysis Study for Certified Registered Central Service Technicians undertaken by Dr. Gerald Rosen. Chicago, Illinois. International Association of Healthcare Central Service Materiel Management. Spring, 2003.

3 See Endnote 2.

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